Borrowing ideas from Apollo 13

Apollo_13_Mailbox_at_Mission_Control

As someone with an interest in space, I was transfixed as the team in Houston pulled together to generate ideas when Apollo 13 ran into trouble, particularly how they brainstormed to fix the carbon dioxide removal system.

Part of Mission Control’s method to find a solution was to discover what the spare parts were and not just recycle the same old ingredients. They chose not to sit around in isolation but get more parts on the table to give them options. Eventually they found the answer and saved the crew.

Their approach lends itself nicely to the tech world we are immersed in today. How do we get lots of parts – ideas, even people – to the table? Proctor & Gamble figure that for every senior scientist it employs, there are two hundred others working somewhere else in the world, just as good. Using technology platforms such as Innocentive and Kaggle, it can reach those minds and get access to some brilliant ideas to keep it at the leading edge of its industry.

However we connect, network, generate ideas or discover new products, we must do the same.

In permanent beta mode

I recently finished reading Lean Startup by Eric Ries. It focused on a model of continuous improvement, but in short bursts, via what he called a ‘minimum viable product’.

In other words, we shouldn’t wait for version 10 of our product or service before we go to market, but release a product where members of our core audience can start to use and provide good feedback that allows us to make small improvements and re-release very quickly, over and over again. We have an aversion to taking risks for fear of how the market may react, but the best technology companies have perfected their business by being in permanent beta mode, always looking for change and improvement. It is the way forward. We have been raised not to screw up, but technology allows us to try things and correct course along the way.

When you consider a history of great success, normally that success has a shadow of spectacular failure behind it, from which the company has learned and benefited. Famed Canon company President Hajime Mitari was quoted as saying, “We should do something when people say it is crazy. If people say something is good, it means someone is already doing it.” I like that. Take a chance and try things.

Technology is making it personal

Individual

There is a common thread around technology making marketing personal and I will try and summarise how I think this will play out.

I have presented my view on moving from mass production to mass customisation, how technology is driving a world which is more personal. Google captured this in a quite brilliant advert which stated: “You know who wants a haircut? People searching for a haircut.”  With technology facilitating an overload of information every day, how do we ensure our customers don’t get fed up of us sending them irrelevant messages?

IBM CEO Virgina Rometty has a great vision for her company which is worth sharing, because this captures where we are heading. First, Rometty believes data will drive every decision we make in future. Second, she predicts that companies will use their data to shape direction, products and services; and third that through data a company can cultivate one-on-one relationships directly with its customers.

Think of yourself as an independent coffee shop in a small town. Over time you will get to know your regular customers on a first-name basis. Eventually you will learn precisely how they take their afternoon tea or coffee and their preference for lunch. In conclusion, behave like a small company. Use your technology, and your data, to treat every customer as an individual.

A view on the latest trends

Annual Trends

I gathered a lot of useful information from my travels this summer and particularly liked a story around global trends. I have mashed some of this with my own thoughts on how technology is at the heart of change:

  1. Rising demand for resources as the world’s population grows – the large emerging markets will drive this need, and as well as staple food and clothing, they will insist on smartphones, online shopping and the fastest connectivity.
  2. A growing urban middle-class in emerging economies – this huge group of people knows what it wants and it buys the latest trends; as the generations grow up, technology will very much be a part of their day-to-day existence.
  3. The population in those economies will experience lifestyle changes – lifestyle means quality of life and this implies disposable income to buy and consume – technology sits at the centre of this movement, be it phones and gadgetry or purchasing via smartphones.
  4. More online shopping everywhere – my key message here is where in the past people went through a process before purchasing something, now we are online all the time, so in effect we are always shopping, especially via mobiles.
  5. The percentage of the world’s population that is over 60 will be a third bigger by 2050 than it is today – let’s not wait for 2050; right now, people over 60 know what they want, they purchase leisure-related goods and services like never before, and they have the cash – this demographic needs to be targeted starting now.

 I like to stay grounded, so as I lead a global project for the company looking to the future, I have started by looking back, as I think the future will be best served by a mix of old-fashioned values and people interacting, combined with the evolution and speed that technology brings.

My Future

When asked “How will the future look?” I replied “Differently.” How different I am not entirely sure, but I can confidently say a few things.

  1. The future will include an increasing amount of measurement, ie. using data to crunch our business information. The more we know about our customers, the more we can target them with products they need and want. Why try and sell a lawn mower to a lady who lives on the 10th floor of an apartment block? A scatter-gun approach of marketing to thousands in the hope that five people buy is history. The future market segment is “One.” One person. One set of preferences.
  2. In future, customers will help set strategy arm-in-arm with CEOs. Technology allows us to be better listeners and social media especially is redefining the way business interacts with both customers and employees.
  3. The future is up to me. I will assemble my own degree from the thousands of excellent courses available, most of them free of charge. I will learn when I want, on the device I choose. I will learn on my iPhone on the train to work, on an iPad in the evening and on the laptop at the weekend. Each will know exactly where I left off and at which point to pick up.
  4. In future I will have more control. When I my car breaks down, I will access the ‘Parts’ section of my car’s website, download a new component, print it on my 3D printer, and fit it by watching and listening to instructions. In 60 minutes I am on the road.
  5. Almost everything in future will be connected. When I brush my teeth twice a day for two minutes, my toothbrush will know. I will be given recognition and offered an ‘m-voucher’ via my mobile for toothpaste the moment I walk into a supermarket – my reward is a free tube of toothpaste by a leading brand and a discount towards my next dental check due in 4 weeks.

People will not allow technology to watch us all day, every day, but these things are happening. It will be interesting to see how they play out.

The MOOC thing

Technology continues to disrupt and next in line is education. There has been a lot written about Massive Open Online Courses (MOOCs) and many renowned institutions are involved – Harvard, MIT, Stanford and more recently the Open University here in the UK with their FutureLearn model. The Khan Academy, launched by Salman Khan, delivers 200m classes via YouTube, with zero hosting costs, now that is clever.

MOOCs are still trying to establish their model and this may take some time, but what is really important is that traditional learning institutions cannot just sit back and disregard this wave of change. I accept that tier-one universities such as Harvard or Cambridge will always have demand for places due to the prestige associated with studying there. But a student in Europe or Asia will refuse to pay large sums of money to sit in a mediocre lecture in their own country when they can learn online from world class tutors and be associated with a leading university.

Currently the MOOC interest is more about bridging the gap between current knowledge and acquiring new skills in order to do a better job, or find a new one. These modular, bite-sized chunks of learning are possibly the icing on the cake. If 5 candidates interview for one role and have a similar degree and one has an additional 20 certificates of mastery in a specific area of study, it is likely that their CV will stand out. In today’s world, it is all about differentiation. The modules offered by MOOCs not only allow an individual to keep up with changes in the business world but possibly in future even anticipate how market sectors will evolve.

This is just one example. Technology is breaking up the majority, the mainstream and the mundane. Which sector is next?

Nowhere to hide

Technology is headlining so much of the evolution we are seeing in business, but for the consumer, digital has changed things even more drastically. Our phone is the passport to almost everything, yet even this device will disappear into our clothing and our cars as technologies such as Microsoft’s PixelSense come to the fore.

The phone is not just what keeps us in touch, it gives us the truth. Advertisers can no longer hide. Just a few years ago, the only way to differentiate between brands of television, sportswear or fast-moving consumer goods was to fall for the adverts coming at us from all angles (and I do like ‘Mad Men’). Today, you get the real views of millions of people and the opinions of those closest to you by turning to one of the social tools on your handheld. A recent survey said that 14% of customers trust advertisers, whereas 78% trust their peer reviews – which is why TripAdvisor, Hotels.com, Amazon and eBay are so powerful. The meaningful data that we can access at the touch of a button means a product whose message is overhyped can be exposed within moments and ridiculed to a joke in an afternoon in tweetland.

Hardware, Software or Brainware

I am just back from the European ATP conference, where more than 200 certification and assessment experts gathered to discuss learning and testing and its future. As always the common thread throughout all presentations and panel sessions was technology. From ‘Bring Your Own Device’ to student engagement via social media, technology excited the delegates but also made some nervous about change.

Vice-Chancellor of the Open University, Martin Bean, a personal friend and mentor for some 20 years, delivered a sensational presentation showing how his institution was moving with the times. From the Frozen Planet to iTunesU, the OU continues to lead the way both here and abroad. Our Group CEO Rona Fairhead (of the Financial Times Group, the division of Pearson I work for) shared the most thought-provoking of stories talking about the professions paradox. So many people, so few skills and demand continues to grow. We will stumble and fall if we don’t address the skills shortfall that faces all Europe.

I had just 20 minutes in my session to highlight how some of the tech-trends are weaving into education, especially through mobility and handheld devices, and as always, I finished on no small matter of ‘Tomorrow’s Talent.’ One of the key messages that connected many presentations was that we must nurture our next generation of talent and understand them on their terms. If we don’t, they will opt not to work for us, because as we encounter a thinning supply of skilled people and we operate in what I call a stock market of human resources, it will be the holders of those intellectual assets (not hardware or software but ‘brainware’) who will wield the most power. They will choose their employer or go it alone, and we will be left with the greatest technology and no people to make effective use of it.

Remember, Remember

I am just back from co-hosting the Pearson VUE Global Sales Summit, where the business development and client support teams from round the globe descended on Minneapolis to discuss learning and assessment technologies, share case studies and talk futures. It was an excellent event.

At breakfast in the hotel the waiter asked me if I would like some cranberry juice, my morning potion. How did he remember after so many months? That is some service. This led me to think where I would like to see technology heading in the learning space, using IT to remember our learning preferences.

I have been involved in many discussions around lifelong learning and how it will be the responsibility of the individual to keep their skills up to date, as companies reduced their core and people move around from project to project putting their skills and expertise to use. What we need is an App on our devices that tracks our learning, recognises completion of a module specific to our immediate task at hand and then recommends when we are ready for the next stage, each time suggesting local providers, special offers and development opportunities.

If the technology at our disposal can recommend discounted meals, city breaks and electronic goods, why can it not also recommend bite-sized chunks of learning and tailored education – the most important investment of all?

Technology 1-0 Humans

In the spirit of the European Championships, my headline represents a football scoreline. Yes, technology has edged ahead in the customer service stakes. Here are two examples.

As my picture shows, the Heathrow car park-to-terminal electric pod is in full swing. It is wonderful. Park your car, go to pod A or B and follow the simplest of instructions to transport yourself to the terminal in exactly 5 minutes. No waiting for buses or queues and every detail has been accounted for in the interaction with the passenger.

On the return journey from my trip, at the terminal in Dubai in the middle of the night, I approached a very quiet Emirates check-in area with no other people around. I checked myself in, printed my boarding card then my luggage tag, weighed my bag, saw it shuffle back and forth as its weight was verified, and finally watched it disappear down the conveyor belt. I marvelled at how easy this was. In fact, I came home and shared how excellent the customer service experience was and yet there was not a human being in sight. I even created a slide for my presentation around this story. This is technology at its best and the place we are heading.

Was I pleased with my experiences because there were no other people around? I don’t think so. I was satisfied because they were easy, I didn’t have to wait and there was no negotiation involved. In a world where there is too much to absorb in too little time, this is what we look for in our daily interactions. What does this mean for us humans? We really have to find other ways to add value.